SEIIC analysis

With significant operations around the world, Savannah Engineering, Inspection, and Insurance Company (SEIIC) is truly a global company. Its most significant international operations are in the European Union (EU) countries and Asia. Growth in China has been particularly rapid over the last five years. Because of the highly technical nature of its business, SEIIC has had a difficult time getting the people with the right skills in the right places and then keeping their skills up to date. The company has worked hard at identifying and hiring local talent, but the efforts have not been entirely successful. To the extent that it can, it has tried to accommodate local needs in its HRM system. However, it has found it difficult to carry out some of its initiatives because of the different ways of working in different areas. It has been difficult for people who transfer from one area to another to deal with the different HRM policies and procedures.

As a part of the overall review of HRM operations, the company is interested in identifying key factors that differentiate its global and domestic operations and in understanding how it can develop a more global approach to HRM.

With a focus primarily on the EU and Asian areas of operations, identify key factors that SEIIC should pay attention to in revising its approach to HRM. Consider, for example, the cultural, economic system, and legal and labor relations differences, in these areas of operation.

Discuss how these differences may affect specific HRM activities such as recruiting and staffing, training and development, compensation, performance management, and labor relations.

Finally, discuss how SEIIC should approach implementing HRM around the globe. Should it try to provide essentially a standardized, global HRM system or a highly specialized HRM system that is tailored to each location or region where it operates? What are the advantages and disadvantages of each approach and which would you recommend?

At least three pages to incorporate to my final research paper.

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For SEIIC, operating globally is a key sector of their business. It is imperative that faced with the increased concern of losing high potential human capital in its EU and Asian locales, it will be essential for SEIIC to invest the time and resources required to resolve this HRM problem.

In order to determine how to operate in a global setting successfully, it will be imperative that SEIIC conduct detailed analysis of the differences seen in Asian countries and the EU country's it conducts business in. For example, data shows that a Chinese workforce is motivated entirely different from a Japanese workforce, primarily based on their cultures and societal factors. Chinese, having been under socialistic influence for decades see work as a burden where in Japanese culture; work is a source of pride and projects a sense of one's self in an effort to help society (Wang, 2008).

The key factors that need to be considered when evaluating each country and their workforce will be:

Culture - what is common practice in other similar organizations in that location?

Political Views - is this a democratic or a socialistic society (it will help determine the employee motivation and rational in their jobs)

Economy - is your work force low, middle, or upper class? SEIIC will have to understand the economics of the country and general location of the factory to establish key factors such as pay and incentives to remain competitive.

When evaluating EU countries, the difference between East Europe as compared to ...

Solution Summary

In depth analysis focused on SEIIC answering these questions:

Finally, discuss how SEIIC should approach implementing HRM around the globe. Should it try to provide essentially a standardized, global HRM system or a highly specialized HRM system that is tailored to each location or region where it operates? What are the advantages and disadvantages of each approach and which would you recommend?